Does contingent pay encourage positive employee attitudes and intensify work?

Ogbonnaya, Chidiebere, Daniels, Kevin and Nielsen, Karina (2017) Does contingent pay encourage positive employee attitudes and intensify work? Human Resource Management Journal, 27 (1). 94–112. ISSN 0954-5395

[img]
Preview
PDF (Accepted manuscript) - Submitted Version
Download (537kB) | Preview

Abstract

This paper explores the relationships between three dimensions of contingent pay – performance-related pay, profit-related pay and employee share-ownership – and positive employee attitudes (job satisfaction, employee commitment, and trust in management). The paper also examines a conflicting argument that contingent pay may intensify work and this can detract from its positive impact on employee attitudes. Of the three contingent pay dimensions, only performance-related pay had direct positive relationships with all three employee attitudes. Profit-related pay and employee share-ownership had a mix of negative and no significant direct relationships with employee attitudes, but profit-related pay showed U-shaped curvilinear relationships with all three employee attitudes. The results also indicated that performance-related pay is associated with work intensification, and this offsetssome of its positive impact on employee attitudes.

Item Type: Article
Uncontrolled Keywords: contingent pay,job satisfaction,commitment,trust in management,work intensification
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Related URLs:
Depositing User: Pure Connector
Date Deposited: 17 Jan 2017 00:07
Last Modified: 19 May 2020 23:54
URI: https://ueaeprints.uea.ac.uk/id/eprint/62108
DOI: 10.1111/1748-8583.12130

Actions (login required)

View Item View Item